‘Safety outweighing every other consideration?’

1. ‘Safety outweighing every other consideration?’

2. Recognize this Ship? White Star’s The Olympic

3. The Olympic: Commissioned14th June 1911 The Titanic: Commissioned11th April 1912

4. Olympic Class of White Star Steamers • Developed by JP Morgan’s White Star shipping group • Constructed by Harland & Wolff in Belfast included The Olympic, The Titanic and The Britannic • Designed to compete with Cunard (QE2) & German Shippers on the prestigious transatlantic English Channel in the early 1900s • Built for affluent travelers offering high-speed luxury • The prized ‘Blue Riband’ was bestowed upon the ship with the fastest crossing. Held by Cunard’s Mauretania 1907-1929 Reference: ‘The Riddle of the Titanic’, Gardiner et. al. Orion, 1998

5. The Olympic – Prelude to Disaster • 21st Jun 1911 • Upon commissioning crashed into & almost sunk O.L. Halenbeck in Manhattan • 20th Sep 1911 • Crashed into the Naval Cruiser the HMS Hawke in Southampton • 24th Feb 1912 • Knocked-off one of its twenty-six tone propellers on a well-known wreck in the Grand Banks Captained Edward J. Smith. Damage to the Olympic from the HMAS Hawkeimpact Reference: ‘The Riddle of the Titanic’, Gardiner et. al. Orion, 1998

6. Captain Edward J. Smith • 27th Jan 1889 • Ran The Republic aground in New York • 1st Dec 1890 • Ran The Coptic aground in Rio de Janerio • 4th Nov 1909 • Ran The Adriatic aground outside New York History of running ships too fast through narrow passages.. and of not adequately training his officers Captain Smith was commissioned to command the Titanic Reference: ‘The Riddle of the Titanic’, Gardiner et. al. Orion, 1998

7. 14th April 1912 Smith received at least six warnings of Ice field from ships at dead stop in the area No binoculars in the crow’s nest meant that early warning was near impossible Titanic sped toward ice field at 22.5 knots vs a recommended 10 knots in such conditions Motivations for this speed Desire to break the transatlantic speed record as encouraged by J. Bruce Ismay MD of White Star who was on board for the maiden voyage Safety Response Capability Lifeboats on the ship had been reduced from sixty-four boats to twenty-two in lieu of more expansive promenades The officers on board The Titanic had not trained with the lifeboats and were unsure of their holding capacity There was not a standing safety-response plan.. the ‘Women and Children first’ response was a reaction more than a previously-agreed plan. Titanic - Tragic Circumstances Reference: ‘The Riddle of the Titanic’, Gardiner et. al. Orion, 1998

8. The Results • Lives Saved: 705 • Lives Lost: 1500 • Total passengers 2,205 • Max Lifeboat Capacity 1,600 • It wasn’t until 45 minutes after the collision that officers commenced preparing the lifeboats • Twenty lifeboats were launched • Officers feared that the ship’s davits & winches would not hold the weight of the recommended 70 people • All but the last few lifeboats floated were half-filled • It is a fact that had the Officers filled the lifeboats per their specification an additional 600+ people could have been saved. Reference: ‘The Riddle of the Titanic’, Gardiner et. al. Orion, 1998

9. ‘Safety outweighing every other consideration’ Was the framed notice in the chart room of every White Star liner in 1912 Reference: ‘The Riddle of the Titanic’, Gardiner et. al. Orion, 1998

10. CVX OE Tenets that could have helped White Star Other lessons for us • # 1 Always operate within design or environmental limits • # 3 Always ensure Safety devices are in place & functioning • # 4 Always follow safe work practices and procedures • # 8 Always address abnormal conditions • # 9 Always follow written procedures for high risk and unusual situations • Proactively council employees on safety - particularly those with some history! • Learn from previous incidents.. investigate and report fully • Train people for safety in their specific positions & ensure they understand procedures • Focus on safety at all levels of the organization & don’t send mixed messages based in conflicting priorities • Drive for safe behavior – not just recall of slogans.

11. CVX Operational ExcellenceTenets OE 1 Alwaysoperate within design or environmental limits 10 Alwaysinvolve the right people in decisions that affect procedures and equipment 2 Alwaysoperate in safe and controlled environment 3 Alwaysensure safety devices are in place and functioning 9 Alwaysfollow written procedures for high risks or unusual situations Tenets of Operational Excellence 4 Alwaysfollow safe work practices and procedures 8 Alwaysaddress abnormal conditions 7 Alwayscomply with all applicable rules and regulations 5 Alwaysmeet or exceed customer’s requirement 6 Alwaysmaintain integrity of dedicated system